Execution Challenge

What are the challenges of executing a

strategy or initiative that requires a change

in behavior?

How would consistent execution impact, you,

your team, and your company?

Whirlwind vs. Goals

Two Types of Strategies

STROKE OF THE PEN

Capital Investment

Expansion of staff

Change in Policy or Programs

Strategic Acquisition

Improved Customer Experience

Process Adoption

Higher Quality Services

Faster Responsiveness

Operational Consistency

BEHAVIOR CHANGE

Behavior Change

Purpose statement, why you exist.

Unique value proposition

What it “looks like” to be

successful in your mission.

Typical horizon 5+yrs

3-5 yr plan to move toward vision

Financial Employee

Customer Ops

Maintain

Exception

Management

“Oil Lights”

Mission

Vision

Strategy (Initiatives)

The Strategy Map

Stroke of the Pen Whirlwind Behavior Alignment

Discipline 1 Focus on the Wildly Important

Behavior Change

Purpose statement, why you exist.

Unique value proposition

What it “looks like” to be

successful in your mission.

Typical horizon 5+yrs

3-5 yr plan to move toward vision

Financial Employee

Customer Ops

Maintain

Exception

Management

“Oil Lights”

Mission

Vision

Strategy (Initiatives)

The Strategy Map

Stroke of the Pen Whirlwind Behavior Alignment

2-3

2-3

4-10

1-2

11-20

0

(In addition to the Whirlwind)

Discipline 1: Focus on the Wildly Important

-There will always be more good ideas than there is

capacity to execute-

Execution 4:37

Discipline 1: Focus on the Wildly Important

“We are the most focused company that I know of or

have read of or have any knowledge of. We say no to

good ideas every day. We say no to great ideas in order

to keep the amount of things we focus on very small in

number so that we can put enormous energy behind the

ones we do choose. The table each of you are sitting at

today, you could probably put every product on it that

Apple makes, yet Apple’s revenue last year was $40

billion”

Tim Cook

CEO Apple

Discipline 1: Focus on the Wildly Important

Discipline 1: Focus on the Wildly Important

80% to 85% 15% - 20%

Wildly Important Goal

14

Discipline 1: Focus on the Wildly Important

Improve Guest Sat from

42 to 55

Luggage Delivery

from 106 min to 20 min

Room Availability

from 65% to 90%

Average Check-In

from 12 min to 6 min

Problem Resolution

from 47 to 60

Arrival Experience from

50 to 60

F & B Quality

from 43 to 58

Rules

Discipline 1: Focus on the Wildly Important

1. No more than 1 – 2 WIGS per Team or Person

2. The battles have to win the war

3. You can veto, but don’t dictate

4. Every goal must have a gap from X to Y by when

From:

Strategic Intent

What What

How

How

How

What

What

What

How

How

How

?

?

Discipline 1: Focus on the Wildly Important

To: Specific

Finish-lines

Stroke of the Pen Whirlwind Behavior Change

War WIG

Battle WIG Battle WIG

Team

WIG

Team

Leads

Mission

Vision

Strategy (Initiatives)

Financial Employee

Customer Ops

Maintain

Exception

Management

“Oil Lights”

The Strategy Map

Team

WIG

Team

Leads

Behavior Alignment

Covenant Transport W&B

Reduce Turnover

from 106% to 86%

by end of 2013

Improve On-Time

Home-Time from

82% to 92% by

year end

Reduce Repair

Wait Time from 29

hours to 24 hours

by year end

Increase Driver

Engagements

(10,000 positive

contacts)

“Fewest number of

battles necessary to win

the war”

Discipline 1: Focus on

the Wildly Important

Discipline 2 Act on the Lead Measures

Something we can

influence

Measures something

that leads to the goal

Predictive Influenceable Lead Measure LAG Measure

Measures the goal

Weight Loss

WIG

Weight (Pounds) Influenceable Predictive

Reduce

Accidents Incident Report Influenceable Predictive

Reduce Child

Maltreatment Monthly Health Report Influenceable Predictive

Diet & Exercise

Compliance to 8 key

Safety Standards

Case work Prioritization

Discipline 2: Act on the Lead Measures

“Give me a lever long enough and a fulcrum on which to

place it, and I shall move the world”

- Archimedes -

Covenant Transport Lead Measures

Reduce Turnover

from 106% to 86%

by end of 2013

Improve On-Time

Home-Time from

82% to 92% by

year end

Reduce Repair

Wait Time from 29

hours to 24 hours

by year end

Increase Driver

Engagements

(10,000 positive

contacts)

Less than 2 trips to

parts counter per

work order 75% of

the time

Parts are delivered

to job sight within

15 minutes, 75% of

the time

Parts Department

Lead Measure

Lead Measure

Lag Measure

Lag Measure

Lag Measure

Lag Measure

Discipline 3 Keep a Compelling Scoreboard

“People play differently when they are keeping score”

Discipline 3: Keep a Compelling Scoreboard

“People play differently when they are keeping score”

Discipline 3: Keep a Compelling Scoreboard

Covenant Transport Lead Measures

Reduce Turnover

from 106% to 86%

by end of 2013

Improve On-Time

Home-Time from

82% to 92% by

year end

Reduce Repair

Wait Time from 29

hours to 24 hours

by year end

Increase Driver

Engagements

(10,000 positive

contacts)

Less than 2 trips to

parts counter per

work order 75% of

the time

Parts are delivered

to job sight within

15 minutes, 75% of

the time

Parts Department

Lead Measure

Lead Measure

Lag Measure

Lag Measure

Lag Measure

Lag Measure

Covenant Transport Scoreboards

Reduce Turnover

from 106% to 86%

by end of 2013

Improve On-Time

Home-Time from

82% to 92% by

year end

Increase Driver

Engagements

(10,000 positive

contacts)

Parts Department

Repair Wait Time

Less than 2 Trips

Parts in 15 min

Player’s Scoreboard not a Coach’s Scoreboard

Discipline 3: Keep a Compelling Scoreboard

1. Simple

2. Highly Visible to the Player

3. Has the Right Lead and Lag Measures

4. Tells you Immediately if we are Winning or Losing

--- WARNING ---

Scoreboards built by the team can

be disturbing to leaders.

Lines are not perfectly horizontal

Construction paper is often used

Emoticons (smiley faces) are visible

They are fun to read

Discipline 3: Keep a Compelling Scoreboard

How Scoreboards Should Look

Bell Services Scoreboard

Page 34

Discipline 3: Keep a Compelling Scoreboard

Discipline 3: Keep a Compelling Scoreboard

Discipline 4 Create a Cadence of Accountability

One question…

What are the 1 – 3 most important things I can

do this week to impact the lead measure?

Discipline 4: Create a Cadence of Accountability

Covenant Transport Lead Measures

Reduce Turnover

from 106% to 86%

by end of 2013

Improve On-Time

Home-Time from

82% to 92% by

year end

Increase Driver

Engagements

(10,000 positive

contacts)

Parts Department

Repair Wait Time

Less than 2 Trips

Parts in 15 min

Covenant Transport Lead Measures

Reduce Turnover

from 106% to 86%

by end of 2013

Improve On-Time

Home-Time from

82% to 92% by

year end

Increase Driver

Engagements

(10,000 positive

contacts)

Parts Department

Repair Wait Time

Less than 2 Trips

Parts in 15 min

Install Flag System

with Remote

Control

Weekly

Commitment

Build 5 new larger

parts carts

Weekly

Commitment

Covenant Transport Lead Measures

Reduce Turnover

from 106% to 86%

by end of 2013

Improve On-Time

Home-Time from

82% to 92% by

year end

Increase Driver

Engagements

(10,000 positive

contacts)

Parts Department

Repair Wait Time

Less than 2 Trips

Parts in 15 min

Create Salvage

Inventory

Weekly

Commitment

Build new shop

work load

schedule

Weekly

Commitment

Monday Tuesday Wednesday Thursday Friday

8:00

9:00

10:00

11:00

12:00

1:00

2:00

3:00

4:00

Commitment 1

Commitment 2

Commitment 3

Discipline 4: Create a Cadence of Accountability

1. Report on Last

Week’s Commitments

2. Review and Update

Scoreboard

3. Make Commitments

For Next week

Discipline 4: Create a Cadence of Accountability

Covenant Transport Lead Measures

Reduce Turnover

from 106% to 86%

by end of 2013

Improve On-Time

Home-Time from

82% to 92% by

year end

Increase Driver

Engagements

(10,000 positive

contacts)

Parts Department

Repair Wait Time

Less than 2 Trips

Parts in 15 min

Create Salvage

Inventory

Weekly

Commitment

Build new shop

work load

schedule

Weekly

Commitment

Covenant Transport Lead Measures

Reduce Turnover

from 106% to 86%

by end of 2013

Improve On-Time

Home-Time from

82% to 92% by

year end

Increase Driver

Engagements

(10,000 positive

contacts)

Parts Department

Repair Wait Time

Less than 2 Trips

Parts in 15 min

Create Salvage

Inventory

Build new shop

work load

schedule

Weekly

Commitment

Weekly

Commitment

Commitments Lead Measures Lag Measure

Covenant Transport Lead Measures

Reduce Turnover

from 106% to 86%

by end of 2013

Create Salvage

Inventory

Build new shop

work load

schedule

Weekly

Commitment

Weekly

Commitment

Covenant Transport Lead Measures

Reduce Turnover

from 106% to 86%

by end of 2013

Improve On-Time

Home-Time from

82% to 92% by

year end

Increase Driver

Engagements

(10,000 positive

contacts)

Parts Department

Repair Wait Time

Less than 2 Trips

Parts in 15 min

Create Salvage

Inventory

Build new shop

work load

schedule

Weekly

Commitment

Weekly

Commitment

Commitments Lead Measures Lag Measure

Repair Time Reduction 24.00

28.02

28.35

Goal

Current

Target

Team View

Repair Time Reduction 24.00

28.02

28.35

> than 2 Trips 75%

53%

65%

Parts in > 15 min 75%

70%

72%

Team View

82%

Leader View

Name WIG Lead

Commitments

Kept

Commitments

Made

Sessions

Held

Parts Department 98.5% 101.4% 100% 100% 100%

Maintenance Ops East 88.5% 35.8% 88% 31% 66%

Maintenance Ops West 101.9% 120.7% 95% 100% 100%

Fleet Management 79.9% 247.8% 72% 100% 100%

Operations Support 108.8% 98.9% 91% 100% 100%

3.51

Leader View

Name WIG Lead

Commitments

Kept

Commitments

Made

Sessions

Held

Parts Department 98.5% 101.4% 100% 100% 100%

Maintenance Ops East 88.5% 35.8% 88% 31% 66%

Maintenance Ops West 101.9% 120.7% 95% 100% 100%

Fleet Management 79.9% 247.8% 72% 100% 100%

Operations Support 108.8% 98.9% 91% 100% 100%

XPS: eXecution Performance Score

Leaders WIG Session

Two levels of commitments…

Level 1 Commitment – Against the Leads

Level 2 Commitment – Against the Process

Build 5 New Large Part Carts

Review Fleet Management’s Lead Measures

Questions

Focus on the _____ _________

Rules

Counter Intuitive

Wildly Important

1. No more than ____ at any time for any person or team

2. The ______ have to win the ___

3. You can ____ but not ______

4. Every goal must have a ___ from __ to __ by _____

1 - 2

battles war

gap X Y When

1. You have to say ___ to _____ ideas

2. You can’t make everything in the _________ a goal

no good

whirlwind

Discipline 1

veto dictate

Act on the ____ Measures

Rules

Counter Intuitive

Lead

1. Must be _________

2. Must be ____________

Predictive

Influenceable

You must manage to the ____, not fixate on the ___ lead lag

Discipline 2

Keep a __________ __________

Rules

Counter Intuitive

Compelling Scoreboard

1. They must be ______

2. Highly ______

3. Have the right ____ and ___ measures

4. Tells us immediately if we are _______ or ______

simple

visible

lead lag

winning losing

You need to build a _______, not a _______ scoreboard Player’s Coach’s

Discipline 3

Create a _______ of _____________ Rules

Counter Intuitive

Cadence Accountability

1. ___ meeting

2. What are the ___ most important things I can do _________ to move the ____ measure?

3. Three agenda items

a. Report on ___ week’s commitments

b. Review and update the __________

c. Make new ____________

20

1-3 this week

lead

last

scoreboard commitments

You don’t ___ someone what to do, even if they are used to it, or ______________ you to. even if they ask

tell

Discipline 4

The B’s

B

b b b b b b

t t t t t t

BBB

BB

WIG

WIG WIG WIG

WIG

Lead

WIG

Lead

WIG

Lead

WIG

Lead

WIG

Lead

WIG

Lead

WIG

Lead

WIG

Lead

WIG

Lead

WIG

Lead

WIG

WIG WIG WIG

WIG WIG WIG WIG WIG WIG

Design 1-2 Days

Build 6 Weeks

Run 4 Months

• Determine High Level WIGs.

Translating Strategy into the

fewest number of executable

targets?

• Confirm Senior Level Buy-in

• Define who will be WIG Team

leaders or who is little “b”

• Managers Create Draft of Lags

and Leads

• Managers are certified to

Launch 4DX w/ teams

• Lag / Lead Measures &

Scoreboards are finalized w the

teams.

• Weekly WIG Sessions begin.

• Senior Leaders Model 4DX

• Senior Leaders Monitor

Progress of sub-teams

• Senior Leaders support sub-

teams (with the help of internal

coaches) to ensure they are

playing a winnable game.

W

B B B

W

B B B

Implementing the 4DX System…

Design Build Run 1-2 Days 6 Weeks 4 Months

Senior Leadership

Directors / VPs / Managers

Managers & Associates

Directors / VPs

(War & Battle)

Launch Review

Team Launch

Launch Day

Manager Cert WIG Sessions

WIG Sessions & Huddles

1 2 3 4 5 6

Leadership Coaching

Leadership

Cert

1st Quarterly

Summit

Implementing the 4DX System…

Implementation

Keys to Success

1. Pursuing a goal that really matters

2. Having a leader / champion fully committed

3. A “credible” internal coach 4. Little “b” teaches and implements 4D with the team